Project

Scope
Management
Farid Angga P ribadi, S.Kom., M .Kom., COBIT.
OUTLINE

• What is P roject Scope M anagement

• P lanning scope management

• Collecting requirements

• Defining scope

• Creating the WBS

• Validating scope

• Controlling scope
What is Project
Scope Management?
S c o p e ref ers to a l l t h e w o r k i n v o l ve d i n
creating the products of the project and the
proce s se s used to create them.

D e l iverabl es c a n be product rel ated, s uch a s a

pi ece of hardware or s o ftware, or proce s s -rel ated,
s uch a s a pl anning document or meeting minutes.

P roject s takeholders must agree what the

products of the project are and, to s ome extent,
how they s hould be produced to def ine a l l of the
del iverabl es.
 Six main processes are involved in
What is Project project scope management:

Scope Management? 1. P lanning scope management

P rojec t sc op e m anagem ent inc ludes the
2. Collecting requirements
p roc e s s e s i nvolve d i n d e f i n i ng a n d c o n trol l i ng
wha t work i s o r i s n o t i n c l u d e d i n a p roje c t.
3. Defining scope
It e n s u re s t h at t h e p roje c t t e am a n d
s t a k e hol d e rs h ave t h e s a m e u n d e r s t a n d i n g o f 4. Creating the WBS
w h a t p r o d u c t s t h e p roje c t wi l l p rod uc e a n d
w h a t p r o c e s s e s t h e p roje c t t e am wi l l u s e t o 5. Validating scope
p roduc e t h em
6. Controlling scope
 Determining how the project’s scope
Planning scope and requirements will be managed.
The project team works with
management appropriate stakeholders to create a
scope management plan and
requirements management plan.
 Planning Scope Management

Project charter Enterprise Organizational

Project
Inputs environmental process assets
management plan
factors

Expert
Tools & Meeting
Judgement
Technique

Outputs Scope Requiremen

Management Plan Management Plan
 Scope Management
Plan includes
Planning
following information:
•How to prepare a
Scope
Management detailed project
scope statement
•How to create a
WBS
 Requirements
Management Plan
includes following
Planning
information:
•How to plan, track,
Scope
Management and report
requirements
activities
•How to perform
configuration
Planning Scope Management
Collecting Requirements

Defining and documenting the features and functions of the

products for the project as well as the processes used for creating
them.

A major consequence of not defining requirements well is rework,

which can consume up to half of project costs, especially for
software development projects.
Several ways to collect
Requirements
• I n t e r vi e wi n g s t a k e h o l d e r s

one on one i s often very e f f e ctive, a lthough i t c a n be expens ive and time -
c onsuming

• Holding focus groups

and f a c i l i tated workshops, and us ing group creativity and dec i s i on -making
techniques to c o l l ect requirements, are normal ly f a ster and l e s s expens ive
than one-on-one i ntervi ews

• Questionnaires and surveys

c an be e f f i c i ent ways to c o l l ect requirements a s l ong a s key s takeholders

provide honest and thorough i nformation

• O b s e r va t i o n

c an a l so be a good technique f or c o l l ecting requirements, e spec i a l ly f or

projects that i nvolve improving work proce s s e s and procedures
 Example

In addition to preparing requirements documentation as an output of collecting

requirements, project teams often create a requirements traceability matrix.

A requirements traceabili ty matrix (RTM) is a table that lists requirements, their

various

attributes, and the status of the requirements to ensure that all are addressed
 Reviewing the scope management

Defining plan, project charter, requirements

documents, and organizational
process assets to create a scope

Scope statement, adding more information

as requirements are developed and
change requests are approved
 techniques used in
For example,
defining a
scope include
facilitator could have
expert judgment,
Good scope definition
is very important
users,
productdevelopers,
analysis, and
salespeople
alternatives join a
to p ro j e c t s u c c e s s b e ca u s e i t
h e l ps i m p ro ve t h e a c c u ra c y o f
t i m e , c o s t , a n d r e s o u rc e
e s t i m ate s , i t d ef i n e s a
face-to-face
generation, meeting
and
b a s e l i n e fo r p e r fo r m a n c e
The main outputs of
or virtual meeting to
m e a s u re m e nt a n d p r o j e c t
c o n t ro l , a n d i t a i d s i n
facilitated workshops
co m m u n i ca t i n g c l e a r w o r k
scope definition are
exchange ideas about
re s p o n s i bi l i t i e s .

the project scope

developing a new
statement and project
product
documents update
Defining Scope

Key inputs for preparing the project scope statement include the
project charter, scope management plan, requirements

documentation, and organizational process assets such as

policies and procedures related to scope statements, as well as
project files and lessons learned from previous, similar projects.
Project Charter

Example
Project Scope Statement
Creating Work Breakdown Structure

A work breakdown structure (WBS) is a deliverable oriented

grouping of the work involved in a project that defines its total
scope.

Because most projects involve many people and many different

deliverables, it is important to organize and divide the work into
logical parts based on how the work will be performed
Creating Work Breakdown Structure

The WBS is a foundation document in project management

because it provides the basis for planning and managing project
schedules, costs, resources, and changes.

Because the WBS defines the total scope of the project, some
project management experts believe that work should not be
done on a project if it is not included in the WBS.

Therefore, it is crucial to develop a good WBS

Sample of
WBS
Another concern when creating a WBS

how to organize i t to provide the bas i s f or the project s chedule.

focus on what w o r k n e e d s t o b e d o n e and h o w i t w i l l b e d o n e, n o t w h e n i t

wi l l be done.

In other words, the tas ks d o n o t h ave t o b e d e ve l o ped a s a s e q u en t i a l l i s t

o f s t e p s. If you do want s ome t i m e - b a sed f l o w fo r t h e w o r k, you can create
a WB S us ing the project management proces s groups of initiating, p lanning,
executing, monitoring and controll ing, and cl osing as L evel 2 in the WB S. By
doing this, not only does the project team f ol low g o o d p r o j e ct m a n a g e men t
p ra ct i ce, the WB S tasks can al so be m a p p e d more e a s i l y against t i m e.
GANTT CHART
Approach to Developing WBS

• Using guidelines

• The Analogy Approach

• The top-down approach

• The bottom-up approach

• The mind mapping approach

Validating Scope

formalizing acceptance of the project deliverables. Key project

stakeholders, such as the customer and sponsor for the project,
inspect and then formally accept the deliverables during this
process.
 Scope validation

involves formal acceptance of the completed project deliverables.

This acceptance is often achieved by a customer inspection and then

sign-off on key deliverables. To receive formal acceptance of the
project scope, the project team must develop clear documentation of
the project’s products and procedures to evaluate whether they were
completed correctly and satisfactorily.

To minimize scope changes, it is crucial to do a good job of

conf iguration management and validating project scope
 Scope Validation

The scope management plan, scope baseline, requirements

documentation, requirements traceability matrix, validated
deliverables, and work performance data are the main inputs for
scope validation.

The main outputs of scope

The main tools for performing The customer, sponsor, or validation are accepted
scope validation are user inspects the work after deliverables, change
inspection and group it is delivered and decides if requests, work performance
decision-making techniques. it meets requirements. information, and project
documents updates.
Controlling Scope

controlling changes to project scope throughout the life of the

project a challenge on many IT projects.

Scope control involves managing changes to the project scope while

keeping project goals and business strategy in mind.

Users often are not sure how they want screens to look or what
functionality they will need to improve business performance.

Developers are not exactly sure how to interpret user

requirements, and they also must deal with constantly changing
technologies.
The Goal Scope Control

The goal of scope control is to influence the factors that cause

scope changes, to ensure that changes are processed according to
procedures developed as part of integrated change control, and to
manage changes when they occur.
Tool of Scope Control

An important tool for performing scope control is variance

analysis.

Variance is the difference between planned and actual

performance.

For example, if a supplier was supposed to deliver five special

keyboards and you received only four, the variance would be one
keyboard.
Ouputs of Scope Control

The outputs of scope control include :

1. work performance information

2. change requests

3. project management plan updates

4. project documents updates

5. organizational process assets updates.

Best Practices

B e s t p ra c t i c e s t o avoi d major s c o p e p rob l ems:

1. K e e p t h e s c o p e r e a l i s t i c. D o n ’ t ma ke p roje c t s s o l a rge t h a t t h ey c a n ’ t b e c omp l e t e d. B r e ak

l a rge p roje c t s d own i n t o a s e r i e s o f s ma l l e r o n e s.

2. Involve u s e rs i n p roje c t s c o p e man ageme n t. A s s i g n k e y u s e r s t o t h e p roje c t t e am a n d give

t h em owne rs h i p o f r e q ui reme n ts d e f i n i t i on a n d s c o p e va l i d a t i on.

3. U s e o f f - th e - s h e l f h ardware a n d s o f tware whe n eve r p o s s i b l e. M a n y IT p e op l e e n joy u s i ng t h e

l a t e s t a n d gre a te s t t e c h n ol ogy, b u t n e w e r t e c h n o l o g i e s o f t e n i n t rod uc e r i s k s i n t o t h e
p roje c t. If a n ew t e c h n ol ogy’ s f e a ture s a n d f u n c t i on s d o n o t a d e q u a t e l y b a l a n c e t h e s e r i s k s,
i t i s b e tte r t o a v o i d t h e r i s k s a n d u s e t e c h n ol ogi e s t h at a r e t r u s t e d f r om p ri or e x pe ri e n c e.

4. F o l l ow good p roje c t man ageme n t p roc e s s e s.

Suggestions for Improving User Input

• Develop a good project selection process for IT project

• Have users on the project team

• Have regular meetings with defined agendas.

• Deliver something to project users and sponsors on a regular

basis.

• Do not promise to deliver what the team cannot deliver in a

particular time frame.

• Locate users with the developers.

Let’s Discuss